Influence behaviors and employees' reactions: An empirical test among six societies based on a transactional-relational contract model
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AbstractOrganizational and task commitment are central drivers of firm performance as they affect employees' willingness to exert effort for the organization. This paper argues that supervisors who consistently use socio-emotional and supportive influence strategies are likely to enhance subordinates' immediate commitment to the tasks as well as their psychological attachment to the organization. Drawing on the transactional-relational contracts framework, we develop and empirically examine the effects of supervisors' influence behaviors on two types of commitment. Data collected from 1150 respondents from China, Hong Kong, Taiwan, Germany, United States and Brazil provided support for the positive relationship between the persuasive influence strategy and both immediate task and organizational commitment. Exploratory analyses of the cultural differences in our sample reveal differences in assertive and relationship-based individual tactics. We thus identified potentially universally endorsed as well as culturally contingent influence tactics in predicting the two types of commitment. (c) 2012 Elsevier Inc. All rights reserved.
All Author(s) ListChong MPM, Muethel M, Richards M, Ping P, Peng TK, Shang YF, Caldas MP
Journal nameJournal of World Business
Year2013
Month7
Day1
Volume Number48
Issue Number3
PublisherElsevier
Pages373 - 384
ISSN1090-9516
eISSN1878-5573
LanguagesEnglish-United Kingdom
KeywordsA transactional-relational contracts model; Immediate task commitment; Influence strategies; Influence tactics; National culture; Organizational commitment
Web of Science Subject CategoriesBusiness; BUSINESS; Business & Economics

Last updated on 2020-08-07 at 02:32